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Reforming project management: the role of lean construction

Howell, GA and Koskela, LJ 2000, Reforming project management: the role of lean construction , in: 8th Annual Conference of the International Group for Lean Construction, 17th - 19th July 2000, Brighton, UK.

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    Abstract

    Project management as taught by professional societies and applied in current practice must be reformed because it is inadequate today and its performance will continue to decline as projects become more uncertain, complex and pressed for speed. Project management is failing because of flawed assumptions and idealized theory: it rests on a faulty understanding of the nature or work in projects, and a deficient definition of control. It is argued that a reform of project management will be driven by theories from production management that add the management of workflow and the creation and delivery of value to the current emphasis on activities. Of all the approaches to production management, the theory and principles drawn from Lean Production seem to be best suited for project management. Promising results in this regard have been reached already in one project management area, namely in Lean Construction.

    Item Type: Conference or Workshop Item (Paper)
    Uncontrolled Keywords: Project Management, Lean Production, Theory, Construction
    Themes: Subjects / Themes > T Technology > TS Manufactures > TS155-194 Production management. Operations management
    Subjects outside of the University Themes
    Schools: Colleges and Schools > College of Science & Technology > School of the Built Environment
    Colleges and Schools > College of Science & Technology > School of the Built Environment > Salford Centre for Research & Innovation (SCRI)
    Journal or Publication Title: Proceedings of the 8th Annual Conference of the International Group for Lean Construction
    Refereed: Yes
    Depositing User: LJ Koskela
    Date Deposited: 30 Jun 2010 15:44
    Last Modified: 20 Aug 2013 17:19
    References: Alarcon, L. (editor)(1997). Lean Construction. A.A. Balkema, Rotterdam, The Netherlands, 497 pp. Ballard, G. (2000). Positive Vs Negative Iteration In Design. Paper submitted to the 8th International Conference on Lean Construction, Brighton. Ballard, G. & Howell, G. (1998). Shielding Production: Essential Step in Production Control. J. Constr. Engrg. and Mgmt., 124 (1) 11-17. Duncan, W. (Director, Standards Committee) (1996). A guide to the Project Management Body of Knowledge. PMI Publications, Sylva, NC. Page 3-6 Hopp, Wallace & Spearman, Mark. (1996). Factory Physics: Foundations of Manufacturing Management. Irwin/McGraw-Hill, Boston. 668 p. Howell, G.A., Laufer, A., and Ballard, G., “Uncertainty and Project Objectives,” Project Appraisal, 8(1), 1993, 37-43. Howell, G., Laufer, A., and Ballard, G. (1993). “Interaction between Subcycles: One Key to Improved Methods.” J. Constr. Engrg. and Mgmt., ASCE, New York, NY, 119 (4) 714-728. Lean Construction Institute. (2000) Used with permission. Notes from “Introduction to Lean Construction”, San Francisco, January 2000. Koskela, Lauri (2000). An exploration towards a production theory and its application to construction. Espoo, VTT Building Technology. 296 p. VTT Publications; 408. <http://www.inf.vtt.fi/pdf/publications/2000/P408.pdf> Laufer, Alexander (1997). Simultaneous Management: Managing Projects in a Dynamic Environment. Amacom, New York. 313 p. Martinez, J.C. (1996). STROBOSCOPE State and Resource Based Simulation of Construction Processes. Ph.D. Diss., Civil & Envir. Engrg., Univ. of Michigan, Ann Arbor, MI, 518 pp. <http://www.strobos.ce.vt.edu/> Morris, Peter. (1994). The Management of Projects. Thomas Telford, London. 358 p. Tommelein, I.D. and Ballard, G. (1997). “Coordinating Specialists.” Technical Report No. 97-8, Construction Engineering and Management Program, Civil and Environmental Engineering Department, University of California, Berkeley, CA. Turner, J. Rodney (1993). The handbook of project-based management. McGraw-Hill, London. 540 p. Zipf, P. (2000). “Technology Enhanced Project Management.” Journal of Management in Engineering, ASCE, New York, NY Jan/Feb 2000 Pp 34-39
    URI: http://usir.salford.ac.uk/id/eprint/9428

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